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1 – 10 of over 5000Yogarajah Nanthagopan and Nigel L. Williams
The aim of this study is to examine the configuration of project resources in organizations operating in a post-conflict country environment using a Resource-Based View (RBV…
Abstract
Purpose
The aim of this study is to examine the configuration of project resources in organizations operating in a post-conflict country environment using a Resource-Based View (RBV) perspective.
Design/methodology/approach
Data collection was undertaken using a quantitative survey study of Non-Governmental Organizations (NGOs) involved in development projects in Sri Lanka, which obtained 445 responses. An Exploratory Factor Analysis and subsequent Confirmatory Factor Analysis were performed to identify and confirm the Project Management (PM) resource profile composition of these organizations.
Findings
The study identified resource profiles incorporated items at the team, organizational and collaborative social resource levels and did not differ significantly by organization type. This suggests that the current focus of PM RBV research that implicitly uses a competitive advantage derived framework may need to be adapted for contexts such as post-conflict environments.
Research limitations/implications
For organizations seeking to deliver projects in developing countries, the findings indicate that relational capacity in the form of a collaborative social resource may be required to adapt team and organizational resources to post-conflict environments.
Practical implications
The lessons learnt from NGOs can be of value to other organisations seeking to operate in post-conflict environments. The findings from this research reveal that organizations in Sri Lanka establish resource profiles that meet domestic and external requirements. For the management of these organizations, recognition of the inherent contradictions of this strategy can enable the optimization of resource profiles, improving organizational efficiencies.
Originality/value
The study has used insights from NGOs involved in international and local development projects to extend current knowledge of PM resources. While NGOs are distinctive, the critical PM resources identified here may be of value to private and public organizations seeking to develop project resource profiles adapted to emerging markets.
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Mira Holopainen, Minna Saunila and Juhani Ukko
Digital transformation shapes industries and influences the forms of collaboration between companies. This study aims to investigate digital business strategy as a key to…
Abstract
Purpose
Digital transformation shapes industries and influences the forms of collaboration between companies. This study aims to investigate digital business strategy as a key to facilitating collaboration beyond organizational boundaries.
Design/methodology/approach
The study focuses on the connection between digital business strategy and collaboration performance. The authors identify five types of digital business strategy elements based on the literature: development, objectives, resources, management capabilities, and digital leadership. The authors then studied the implications of these elements for collaboration performance using a survey. The study’s empirical data were collected from manufacturing and service companies, and 202 valid responses were received. The implications of the research elements were tested through regression analysis, which included the moderating effects of digitally enabled performance measurement.
Findings
The theoretical research framework identifies digital business strategy as a key determinant of collaboration performance, thus advancing the understanding of how companies can utilize digital business strategies and achieve enhanced collaboration performance. The results also show that the effect of digital business strategy on collaboration performance may be moderated by digitally enabled performance management.
Practical implications
The results suggest that management capabilities associated with digital strategy are a crucial element in positively influencing collaboration performance. Further, digital strategy-related resources can be better managed with digitally enabled performance measurement system, which is reflected in improved collaborative performance. Thus, companies should invest in management capabilities and connect their digital business strategies and performance measurement systems to develop collaboration in digital transformation.
Originality/value
The study is among the first to translate an empirical understanding of the digital transformation of small and medium-sized companies into a conceptual framework of a digital business strategy.
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Contends, contrary to some media portrayals of the Internet as a surfer’s playground without signposts, that the Internet does offer some direction to serious researchers seeking…
Abstract
Contends, contrary to some media portrayals of the Internet as a surfer’s playground without signposts, that the Internet does offer some direction to serious researchers seeking operations and production management information. Attempts to decipher the Internet as a medium for information gathering and to explain how it may be used as a resource for those in the operations management field. Aims to assist the Internet novice to find his or her point of embarkation and to introduce the more experienced user to new sources of useful data. Considers how the Internet may be used to promote the operations and production management discipline, and suggests ways in which both academics and practising managers may participate and so benefit.
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Jessica Borg, Christina M. Scott-Young and Naomi Borg
As the youngest generation – Generation Z (Gen Z) – enters the workplace, there is a growing interest in this cohort's career needs and expectations. This paper explores the…
Abstract
Purpose
As the youngest generation – Generation Z (Gen Z) – enters the workplace, there is a growing interest in this cohort's career needs and expectations. This paper explores the under-researched topic of Gen Z project management (Gen Z PM) professionals. In addition to shedding light on the factors that positively affect Gen Z PM professionals' early career-development phase, this research aims to identify specific organization-led practices that can foster sustainable early PM careers and so achieve greater workforce sustainability.
Design/methodology/approach
Through the lens of the resource-based view (RBV), Gen Z PM professionals are considered critical resources that can help ensure workforce sustainability in project-based organizations (PBOs). Semi-structured in-depth interviews were conducted with 25 Gen Z PM professionals in Australia to explore the professionals' early career experiences and the organizational-support initiatives that facilitate positive experiences. The results were analyzed using thematic analysis.
Findings
The results revealed that most Gen Z PMs experienced many challenges and a lack of support during their early career phase: Gen Z value (1) mentoring, (2) time for training and development, (3) showing support and guidance, (4) understand skill-gaps and (5) reasonable workloads. Through catering to these needs, PBOs can ensure better career sustainability for their young Gen Z talent and, therefore, greater workforce sustainability for the project profession.
Originality/value
According to the career sustainability lens, PBOs play a significant role in ensuring that their valuable young PM talent are supported and retained in the profession. This research sheds light on what Gen Z PM professionals value in their early careers, which guided recommendations to better support this new generation of project professionals.
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Antti Salonen and Maheshwaran Gopalakrishnan
The purpose of this study was to assess the readiness of the Swedish manufacturing industry to implement dynamic, data-driven preventive maintenance (PM) by identifying the gap…
Abstract
Purpose
The purpose of this study was to assess the readiness of the Swedish manufacturing industry to implement dynamic, data-driven preventive maintenance (PM) by identifying the gap between the state of the art and the state of practice.
Design/methodology/approach
An embedded multiple case study was performed in which some of the largest companies in the discrete manufacturing industry, that is, mechanical engineering, were surveyed regarding the design of their PM programmes.
Findings
The studied manufacturing companies make limited use of the existing scientific state of the art when designing their PM programmes. They seem to be aware of the possibilities for improvement, but they also see obstacles to changing their practices according to future requirements.
Practical implications
The results of this study will benefit both industry professionals and academicians, setting the initial stage for the development of data-driven, diversified and dynamic PM programmes.
Originality/Value
First and foremost, this study maps the current state and practice in PM planning among some of the larger automotive manufacturing industries in Sweden. This work reveals a gap between the state of the art and the state of practice in the design of PM programmes. Insights regarding this gap show large improvement potentials which may prove important for academics as well as practitioners.
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Minna Saunila, Kati Tikkamäki and Juhani Ukko
– The purpose of this paper is to study the role of performance management (PM) in the use of reflective work practices.
Abstract
Purpose
The purpose of this paper is to study the role of performance management (PM) in the use of reflective work practices.
Design/methodology/approach
The empirical evidence was collected during a one-year, action-oriented research project.
Findings
According to the results, PM can support the use of reflective work practices by affecting and guiding the human behavior in an organization. In this study, five roles of PM are emphasized in order to support reflective practices at work: making reflective work practices visible, supporting reflective dialogue, creating a favorable measurement culture, clarifying the goals at all organizational levels and motivating employees to use reflective work practices by means of compensation and rewards.
Practical implications
The results of the study can help professionals realize that reflective work practices may benefit organizational performance.
Originality/value
There is limited research and discussion on how a PM process through the use of reflective practices contributes to human resource management (HRM) and organizational effectiveness. In addition, PM literature has neglected the potential of reflective work practices in achieving performance at different levels (individual, group and organization). Reflective work practices, where individuals learn from their own and from each other’s professional experiences, may be the most important source of professional development and improvement. This paper argues that PM can also support this type of learning, and thus guide and motivate people in attaining business goals.
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Dev Raj Adhikari, Prakash Shrestha and Bibek Raj Adhikari
This research aims to explore people management (PM) dimensions in Nepalese recycling startups (R-startups).
Abstract
Purpose
This research aims to explore people management (PM) dimensions in Nepalese recycling startups (R-startups).
Design/methodology/approach
It follows a case study and qualitative research approach. Information is collected from Internet searches and R-startups’ blogs. For research purposes, 12 cases out of 30 R-startups are selected using convenient and purposeful non-probability sampling methods.
Findings
Three major findings are as follows: (1) the founders of R-startups have become more environmentally aware and motivated to source materials, manufacture products and deliver them without harming the environment; (2) the founders are establishing work-flow to create future employment opportunities and (3) the PM dimensions in R-startups appear to be sustainable and apparently linked with Sustainable Development Goal (SDG) 12.5, which aims to reduce waste generation substantially through prevention, reduction, recycling and reuse.
Research limitations/implications
Since researchers use widely accessible internet information, there is no possibility of interfering with the website's text and data. The analysis is solely based on the opinions of founders/co-founders of R-startups.
Practical implications
This research presents PM dimensions in R-startups and contributes to the literature in this new field of study. Although on a small scale, this research can provide a basis for minimizing circulatory gaps and closing the loop through circular business (CB). It also provides insights into managing waste in order to create opportunities and wealth.
Originality/value
This is one of the few unexplored areas of academic research. The critical PM dimensions investigated in this study can serve as a baseline for future theoretical development in the context of a specific country.
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Kaveh Asiaei, Ruzita Jusoh and Nick Bontis
The purpose of this paper is to empirically explore how the effect of intellectual capital (IC) on organizational performance is indirect and mediated through performance…
Abstract
Purpose
The purpose of this paper is to empirically explore how the effect of intellectual capital (IC) on organizational performance is indirect and mediated through performance measurement (PM) systems.
Design/methodology/approach
Data were collected from a survey of 128 chief financial officers of Iranian publicly listed companies. Hypotheses were tested using partial least squares regression, a structural modeling technique which is appropriate for highly complex predictive models.
Findings
Results from the structural model indicate that, in general, companies with a higher level of IC place a premium on the balanced use of PM systems in a diagnostic and interactive style. Furthermore, the results provide some evidence that IC is indirectly associated with organizational performance through the intervening variable of the balanced use of interactive and diagnostic PM systems.
Practical implications
This study sheds light on the issue of how senior management should use PM systems to take full advantage of intellectual assets which could lead to improved organizational performance.
Originality/value
This is the first study of its kind to synthesize a model which examines IC, PM systems, and organizational performance. Although the effect of different types of intangible assets on performance has been substantially examined in the literature, less effort has been devoted to understanding the role of PM systems in leveraging an organization’s IC.
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E. Frank Harrison and Monique A. Pelletier
This article posits a paradigm of levels of success for strategic decision outcomes. A high level of strategic decision success is normally preceded by a positive strategic gap in…
Abstract
This article posits a paradigm of levels of success for strategic decision outcomes. A high level of strategic decision success is normally preceded by a positive strategic gap in which the strengths of the organization clearly outweigh its weaknesses. Three comprehensive cases are set forth as practical applications to illustrate and confirm the paradigm of levels of strategic decision success. Philip Morris’s decision in 1984 to diversify into the food processing industry is proffered as the epitome of a highly successful strategic choice. General Motors’ decision in 1978 to reinvent the corporation is advanced as a hallmark of a marginally successful strategic outcome. And Walt Disney’s decision in 1996 to acquire Capital Cities/ABC is cited as an example of a strategic choice with an indeterminately successful outcome. The conclusions in all three cases are supported by current research findings.
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This paper presents an argument that it is appropriate to develop a model of project management (PM) performance from models for assessing quality management. The paper presents a…
Abstract
This paper presents an argument that it is appropriate to develop a model of project management (PM) performance from models for assessing quality management. The paper presents a model, labelled the project management performance assessment (PMPA) model, based upon the EFQM business excellence model. The model proposes six criteria for assessing PM performance: project management leadership; project management staff; project management policy and strategy; project management partnerships and resources; project life cycle management processes; and project management key performance indicators. Using data from an empirical study of PM practice in UK organisations, the paper uses PMPA as a framework to explore variations in the character of PM performance. It is concluded that there are variations in attitudes and behaviour in each of these areas and that these variations may be used to help measure levels of PM performance.
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